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NURS FPX 6210 Assessment 2 Strategic Planning

Student Name Capella University NURS-FPX 6210 Leadership and Management for Nurse Executives Prof. Name Date Strategic Planning In an ever-evolving healthcare landscape, strategic planning becomes paramount to address current challenges and anticipate future hurdles. This assessment delves into the strategic goals focused on Electronic Health Record (EHR) system training and hospital-acquired infection (HAI) reduction, aligning them with the broader mission, vision, and values of a care setting. Moreover, it assesses the interplay between these goals and various elements like technology, ethics, culture, regulations, and leadership theories. As healthcare institutions navigate complexities, it is essential to recognize the leadership qualities that will determine these strategic endeavors’ successful implementation and sustainability. Strategic Goal Statements and Outcomes Our primary short-term goal within the next year is to train 90% of healthcare personnel on utilizing and managing Electronic Health Record (EHR) systems. The significance of this training is multi-dimensional. Firstly, it is anticipated to bolster accuracy, ensuring the staff can input patient data without errors. This will ascertain that patient histories and diagnoses are accurate, providing a foundation for efficacious care. Moreover, the time taken to retrieve patient data can be considerably trimmed with rigorous training, paramount to ensuring patients receive prompt and effective care. Additionally, in a landscape punctuated by data breaches, correct and secure data entry is pivotal for patient safety and compliance with regulations. In five years or longer, our long-term goal is to implement robust hospital hygiene protocols and institutionalize regular staff training sessions. The ultimate aim is a substantial 50% reduction in hospital-acquired infections (HAI). Outcomes from the fruition of this endeavor will be manifold. Primarily, it will foster a safer care environment. Reduced HAIs translate to a healthier patient ambiance and notably fewer post-treatment complications. Furthermore, as the rate of infections dwindles, patients’ confidence and trust in our institution are bound to escalate. Lastly, from a financial standpoint, reducing HAIs means fewer additional treatments, decreased risk of lawsuits, and potentially lower insurance premiums, leading to significant cost savings (Whitehead & Conley, 2022). Timelines Activity Time Description EHR Training – Initial Assessment Months 1-3 Gauge staff proficiency with EHR EHR Training – Phase 1 Months 4-6 Train novice users EHR Training – Phase 2 Months 7-9 Advanced training and troubleshooting EHR Training – Evaluation Months 10-12 Assess training effectiveness, conduct refresher courses HAI Reduction – Protocol Assessment Year 1 Assess and enhance hygiene protocols HAI Reduction – Training Year 2 Bi-annual staff training and 10% HAI reduction HAI Reduction – Innovation Year 3 UV sanitization and target accumulated 20% reduction HAI Reduction – Patient Education Year 4 Educate patients and train new staff for a 35% accumulated reduction HAI Reduction – Monitoring Year 5 Ongoing assessment and achieving a 50% reduction milestone NURS FPX 6210 Assessment 2 Strategic Planning Our short-term goals, specifically the integration of EHR, are intrinsically woven with our long-term objective of infection control. As most of the staff become proficient in EHR, they will have instantaneous access to critical data about potential infection outbreaks, patient histories, and sanitization records of rooms. This skill in accessing vital information will be invaluable in swiftly responding to possible HAI situations, cementing the foundational support our short-term objectives provide to the overarching long-term goal. However, our journey towards these goals is not without potential impediments. Technological resistance is anticipated, especially from older staff members or those unfamiliar with the digital landscape. The transition to EHR might be met with inertia or reluctance. Moreover, funding constraints pose a challenge. Regular training sessions, updating to newer hygiene equipment, and integrating modern technology can strain our financial resources. Additionally, external factors such as the advent of resilient bacterial/viral strains or unforeseen global pandemics can act as roadblocks to our infection control measures. Lastly, staff turnover remains a concern. New staff will necessitate repeated training, and if this needs to be meticulously managed, it could introduce vulnerabilities in EHR management and infection control (Verberk et al., 2022). Relevance of Proposed Goals to the Mission, Vision, and Values Our care setting is firmly rooted in its mission to provide top-tier patient care, guided by an unyielding commitment to safety, excellence, and continuous improvement. The strategic goals we have proposed not only echo this mission but actively propel us toward realizing our vision. The short-term goal of ensuring 90% of the staff is proficient with the EHR system directly correlates with our mission and values. By emphasizing accurate and swift data handling, we reinforce our commitment to quality care and safety. Modern technology, like the EHR, plays a pivotal role in today’s healthcare landscape. Embracing it is an optional advancement and a necessary step to uphold our pledge to deliver the best care possible. The long-term goal of reducing HAIs by 50% is a testament to our dedication to patient safety, a core component of our mission. Achieving this would enhance the physical health of those we serve and reinforce public trust and confidence in our care setting. This trust is invaluable and aligns with our vision of being a beacon of healthcare excellence in the community. Areas of Uncertainty or Knowledge Gaps Evolution of Technology: As healthcare technology rapidly evolves, there might be significant advancements in EHR systems or other data management tools. Our current understanding and training modules need to be updated, requiring constant updating. Emerging Health Threats: While our goal to reduce HAIs is robust, unforeseen health threats, such as new infectious diseases or resistant bacterial strains, can introduce challenges. We must be prepared for these eventualities and agile in our response. Regulatory Changes: Over five years, there might be changes in healthcare regulations, especially concerning data handling and patient privacy. Our current knowledge might have gaps in predicting or preparing for these regulatory evolutions. Human Factors: The dynamics of team collaboration, inter-departmental coordination, or individual reluctance to embrace change can all introduce uncertainties. Continuous communication and fostering a culture of adaptability are crucial, but predicting human behaviors and responses is always challenging. Analysis of Strategic Goals about Technology, Ethics, Culture,

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

Student Name Capella University NURS-FPX 8010 ExecutiveLeadership in Contemporary Nursing Prof. Name Date Strategic Plan Evaluation in Healthcare: A Critical Appraisal of the VA’s Approach A strategic plan in healthcare serves as a roadmap for organizations to envision and plan for the future (Fry & Baum, 2016). This paper critically examines the strategic plan of the Department of Veterans Affairs (VA), which operates the largest integrated healthcare network in the United States, catering to over 9 million Veterans annually (Department of Veterans Affairs, 2022). Strategic Plan Analysis The VA’s mission is to honor and serve American Veterans, guided by core values such as Integrity, Commitment, Advocacy, Respect, and Excellence (U.S. Department of Veterans Affairs, 2021b). The 2022-28 Strategic Plan outlines four goals, 13 objectives, and 75 strategies to execute the mission (Department of Veterans Affairs, 2022). Key priorities, including trust, communication, and accountability, are interwoven into the mission and core values. These priorities are fundamental to maintaining relationships, transparency, and commitment to serving Veterans. Validity of Data and Analytical Strategies The VA employs a rigorous analytical approach, including gap analysis and workshops to identify current and desired states (Department of Veterans Affairs, 2022). The strategic plan emphasizes the use of customer experience data, population-level statistics, and analytics to inform decision-making. Strategic Goal 4 underscores the commitment to managing data as a strategic asset, with Objective 4.2 specifically highlighting the role of the Office of Data Governance and Analysis. Stakeholder Input Stakeholder consultation, involving senior leaders, Federal agencies, Veteran Service Officers, members of Congress, employees, Veterans, and caregivers/families, informs the VA’s strategic plan (Department of Veterans Affairs, 2022). Feedback of stakeholders is integral to driving change and achieving Strategic Goal 3, which focuses on creating a culture of accountability driven by ethical behavior and trust. Balanced Scorecard The VA utilizes a Balanced Scorecard (BSC) as part of its strategic planning process, addressing financial, customer, internal business process, and learning and growth perspectives (Kaplan, 2020). Financial initiatives include the implementation of the Financial Management Business Transformation program. Customer-centric efforts aim to enhance the Veteran experience and provide multilingual communications. Internal business process improvements involve digital modernization and harmonized online experiences. Learning and growth initiatives focus on continuous development, evident in leadership training programs. Conclusion Strategic planning is crucial for healthcare organizations to set a path for achieving critical goals and ensuring a unified direction (Association of American Medical Colleges, 2022). The VA’s strategic plan underscores its commitment to mission-focused outcomes, customer satisfaction, and fostering a culture of trust, safety, accountability, and transparency. References Association of American Medical Colleges. (2022). Strategic planning. https://www.aamc.org/professional-development/affinity-groups/gip/strategic-planning Department of Veterans Affairs. (2022). Fiscal years 2022-28 strategic plan. http://www.va.gov/oei/docs/va-strategic-plan-2022-2028.pdf Fry, A., & Baum, N. (2016). A roadmap for strategic planning in the healthcare practice. The Journal of Medical Practice Management, 32(2), 146–149. https://www.proquest.com/docview/1836565558?accountid=27965 Kaplan, R. S. (2020). Using the balanced scorecard for successful health care M&A integration. NEJM Catalyst, 1–8. https://doi.org/10.1056/CAT.20.0286 U.S. Department of Veterans Affairs. (2021a, March 23). Data governance and analytics. https://www.va.gov/oei/about/data-governance-analytics.asp U.S. Department of Veterans Affairs. (2021b, March 26). About VA: Mission, vision, core values & goals. https://www.va.gov/about_va/mission.asp Appendix Balanced Scorecard Financial Customer Internal Business Process Learning and Growth NURS FPX 8010 Assessment 2 Strategic Plan Appraisal